Process Safety Competency rev 5

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Process Safety Competency
Presentation at First SABIC Safety Symposium, January 2013

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Process Safety Competency rev 5

  1. 1. Process Safety CompetencyBuilding Organizational Capacity for World-Class Performance by: Gerald D. Burch Presented to First SABIC Safety Symposium January, 2013
  2. 2. GERALD BURCH• BS ChE; MBA in Leadership• 30+ years overall experience; 20+ years in operations, plant engineering, and plant management; implemented Responsible Care and PSM since 1979• Recently a trainer for HADEED on II/RCA Leadership and MAADEN on Safety Leadership for Supervisors, ManagersProcess Improvement Institute (PII)• Since 1998, has trained & coached 2000+ within SABIC on PHA, PSM & PSM Auditing, procedure writing, human factors, incident investigation, MOC, etc. (helping to build competencies)• Led PHAs for SAFCO, PETROKEMYA, UNITED, other affiliates• Helped develop improvements to the corporate and affiliate PSM programs in 1999-2004• World-wide: Has trained 8,000, led 12,000 PHAs, hundreds of audits, written (mostly by coaching others) thousands of procedures, wrote many industry standards, guidelines (such as for investigation, PHA, LOPA, etc.)
  3. 3. CompetencyThe state or quality of beingwell qualified to perform a task TrainingAn individual gains competencythrough education, training(classroom and hands-on), Individual Education Experience Competencyexperience, and naturalabilities Natural Abilities
  4. 4. CompetencyThe state or quality of beingwell qualified to perform a task InformationAn individual gains competencythrough education, training(classroom and hands-on), Organizational Performance Skills Competency Measuresexperience, and naturalabilitiesAn organization gains Culturecompetency by combining theskills, information, performancemeasures, and the right culturenecessary to achieve itsmission
  5. 5. Process Safety Competency Organizational Competencies Required * Commitment to Process Safety Management Systems to Control Risk“ Adapted from the AIChE/CCPS Guidelines for Risk Based Process Safety, 2007
  6. 6. Process Safety Competency Understand Hazards and Evaluate Risk Hazard Identification and Risk Analysis • PHA, RCM, JSA, MOC, PSSR Process Knowledge Management • Specific process technology and plant operations (i.e. corrosion, chemical reactivity, rotating equipment, safety instrumented systems, etc.)
  7. 7. Building Competency 5EXAMPLE: Process Hazard Analysis 4 Expert 3 Advanced Recognized 2 expertise, Skill Advanced develops 1 Knowledge training in guidelines, PHA Leader LOPA, lead site orAwareness training, Participate 4-10 PHAs, corporate and lead 1-3 coaches custodian Overview PHAs with contribute others 1-2 per Affiliate, training, coaching in 3-5 one in E&PM, understand PHAs 1-5% of one in Corp PSM basic 5% of Group Technical Staff Technical Staff application Maintenance based on Operations & workload Maintenance Engineering requirements Operations & Staff Engineering Foundation: Training and coaching, cross- Management functional and cross-departmental sharing of resources and information, established corporate guidelines, audits, recognition and incentives
  8. 8. Example: Technical Career Progression Process Technology Inventory Matrix removed to protect copyrighted material
  9. 9. Example : Technical Career Progression Specific Key Technology Descriptor Matrix removed to protect copyrighted material
  10. 10. Process Safety Competency Management Systems to Control Risk Operating and Maint. Procedures Training and Performance Safe Work Practices Asset Integrity and Reliability Contractor Management Conduct of Operations Emergency Management Human Factors *“ Added by PIII to emphasize additional focus needed on controlling human error
  11. 11. 99% of accidental losses (except for natural disasters) begin with a human error (supported by data from thousands of investigations) Root causes of accidents are management system weaknesses (Center for Chemical Process Safety, American Institute for Chemical Engineers, “Guidelines for Investigating Chemical Process Incidents,” 2003) – OSHA agreesWeak Management Systems  Human Error Accidents
  12. 12. I mean to do it this way (Intentional) No double- Over-tighten checking to bolts on flange Types of S make sure flange bolts (you believe it will seal W r k were done Human i p properly better) Over-tighten o n Forget to bolts on g Error tighten one bolt on a flange (you do not have a flange torque wrench) I did not mean to do it this way (Unintentional)Human error excludes deliberate action with harmful intent (fights, sabotage)
  13. 13. What is Human Error?• Any action, or lack of a required action, that exceeds the system tolerances.How is Human Error Controlled?1. By using good human factors (80%)2. By managing acquired behaviors (20%, also called Habits)
  14. 14. Human Factors CategoriesPersonnel  Fitness for Duty What factors  Knowledge, Skills and Abilities are weakest at  Attention and MotivationResources most job sites in Saudi  Procedures and Reference Documentation  Tools and Equipment  Staffing Arabia?  SupervisionWork Environment Because in some cases,  Human-System Interface English skills are still too low  Task Environment to allow workers to write (own)Task Coordination the procedures & many cannot understand them or the verbal  Communication communications to back up  Coordination and Task Control procedures the
  15. 15. Building Competency 5EXAMPLE: Operating and MaintenanceProcedures (work instructions) 4 Expert 3 Advanced Recognized Skill expertise, 2 Advanced develops training in 1 Knowledge Procedure Human guidelines, writing site orAwareness Types of training; Factors, risk assessment, corporate procedures write 5-10 Overview coaches custodian needed for procedures training, general and others Top 1% of writers with one in E&PM, understand specific coaching 5% of one in Corp PSM basic tasks; learn operators and Group requirements 25% of maint techs Maintenance operators and Operations & maint. techs Maintenance Engineering Operations & Staff Engineering Foundation: Training and coaching, cross- Management functional and cross-departmental sharing of resources and information, established corporate guidelines, audits, recognition and incentives
  16. 16. Process Safety Competency Learn from Experience Improve Performance Incident Investigation and RCA Measurement and Metrics Auditing Management Review and Continuous Improvement
  17. 17. Building Competency 5EXAMPLE: Incident Investigation andRoot Cause Analysis 4 Expert 3 Advanced Recognized Skill expertise, 2 Advanced develops training in 1 Knowledge II/RCA II/RCA, lead guidelines, Leader site orAwareness training, 5-10 major II/RCA investigations, corporate training, lead 5-10 custodian Overview coaches participate in investigations training, others Top 1% of 3-5 with leaders, one in understand coaching 5% of Maint, investigations E&PM, one in basics and 25% of Maint, Operations and Corp PSM Group applications Engineering Maintenance Operations and Staff Operations & Engineering Maintenance Engineering Staff Operations & Staff Engineering Foundation: Training and coaching, cross- Management functional and cross-departmental sharing of resources and information, established corporate guidelines, structured audits, incentives
  18. 18. Process Safety Competency Commitment to Process Safety Process Safety Culture Compliance with Standards Process Safety Competency Workforce Involvement Stakeholder Outreach
  19. 19. Building Competency 5EXAMPLE: Process Safety Leadership 4 Expert 3 Advanced Recognized Skill expertise, 2 develops Advanced 1 Knowledge Training & training & guidelines, experience site orAwareness leadership, experience, mentor and corporate Overview Process performance coach others custodian training, safety management leadership and change process Top 1% of training management 15% of Maint, managers and safety and Operations and supervisors site specific 35% of Maint, Engineering safe work Maintenance Operations and Management Operations & Engineering Maintenance Engineering Management Operations & Management Engineering Foundation: Training and coaching, cross- Management functional and cross-departmental sharing of resources and information, established corporate guidelines, audits, recognition and incentives
  20. 20. Process Safety CompetencyEXAMPLE: Management/Leadership ActionsWhen a manager/director/president sends staff totraining or supports on site training – what shouldhe do?• Know the need – don’t just meet a quota• Select only the BEST instructors/coaches (why save pennies to lose dollars)• Select the right delegates (not just who is available)• YOU Kick-off of the training to convey YOUR expectations and to show visible leadership support• Check in on the progress of the training, be curious• After the training, hold each delegate accountable for putting into practice what they have learned (don’t give certificates until implementation is demonstrated)
  21. 21. CLOSINGBuilding Process Safety Competency requires:  Adequate and competent resources  Training and development opportunities for all staff  Evaluation, measurement, and performance management to ensure compliance with established best practices  A supportive safety culture which values coaching, collaboration, learning, and open sharing of information  External engagement with industry and thought leaders - and -  Consistent, long-term commitment of senior management to build and sustain the necessary organizational competencies
  22. 22. Thank you for yourtime and attention. Any questions?
  23. 23. Gerald D. BurchSenior Consultantgburch@piii.com www.piii.com

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